Chapter 5Human Resource Planning and Job Analysis

Fundamentals of Human Resource ManagementEighth EditionDeCenzo and Robbins

IntroductionHuman resource planning is a process by which an organization ensures thatit has the right number and kinds of peopleat the right placeat the right timecapable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.

IntroductionLinked to the organizations overall strategy and planning to compete domestically and globally. Overall plans and objectives must be translated into the number and types of workers needed. Senior HRM staff need to lead top management in planning for HRM issues.

An Organizational FrameworkA mission statement defines what business the organization is in, including why it exists and who its customers are. Strategic goals Set by senior management to establish targets for the organization to achieve. Generally defined for the next 5-20 years.

An Organizational FrameworkCorporate assessment Gap or SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis determines what is needed to meet objectives. Strengths and weaknesses and core competencies are identified. HRM determines what knowledge, skills and abilities are needed by the organizations human resources.

An Organizational Framework

Linking Organizational Strategy to Human Resource PlanningEnsures that people are available to meet the requirements set during strategic planning. Assessing current human resources A human resources inventory report summarizes information on current workers and their skills.

Linking Organizational Strategy to Human Resource PlanningHuman Resource Information Systems (HRIS) are increasingly popular computerized databases that contain important information abut employees.

Linking Organizational Strategy to Human Resource PlanningAssessing current human resources Succession planning includes the development of replacement charts portray middle-to-upper level management positions that may become vacant in the near future lists information about individuals who might qualify to fill the positions

Linking Organizational Strategy to Human Resource PlanningDetermining the Demand for Labor A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type. Forecasts must be made of the need for specific knowledges, skills and abilities.

Linking Organizational Strategy to Human Resource PlanningPredicting the Future Labor Supply A units supply of human resources comes from: new hirescontingent workerstransfers-inindividuals returning from leavesPredicting these can range from simple to complex. Transfers are more difficult to predict since they depend on actions in other units.

Linking Organizational Strategy to Human Resource PlanningPredicting the Future Labor Supply Decreases in internal supply come about through:RetirementsDismissalsTransfers-outLay-offsVoluntary quitsSabbaticalsProlonged illnessesDeaths

Linking Organizational Strategy to Human Resource PlanningRetirements are the easiest to forecast.Other factors are much more difficult to project. Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management.

Linking Organizational Strategy to Human Resource PlanningWhere Will We Find Workers migration into a communityrecent graduatesindividuals returning from military serviceincreases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-timeThe potential labor supply can be expanded by formal or on-the-job training.

Linking Organizational Strategy to Human Resource PlanningMatching Labor Demand and Supply Employment planning compares forecasts for demand and supply of workers. Special attention should be paid to current and future shortages and overstaffing. Decruitment or downsizing may be used to reduce supply and balance demand. Rightsizing involves linking staffing levels to organizational goals.

Linking Organizational Strategy to Human Resource PlanningEmployment Planning and the Strategic Planning Process

Job AnalysisJob Analysis is a systematic exploration of the activities within a job.It defines and documents the duties, responsibilities and accountabilities of a job and the conditions under which a job is performed.

Job AnalysisJob Analysis Methods Observation method job analyst watches employees directly or reviews film of workers on the job. Individual interview method a team of job incumbents is selected and extensively interviewed. Group interview method a number of job incumbents are interviewed simultaneously.

Job AnalysisJob Analysis Methods Structured questionnaire method workers complete a specifically designed questionnaire. Technical conference method uses supervisors with an extensive knowledge of the job. Diary method job incumbents record their daily activities. The best results are usually achieved with some combination of methods.

Job Analysis

Job AnalysisStructured Job Analysis Techniques Department of Labors Job Analysis Process: Information from observations and interviews is used to classify jobs by their involvement with data, people and things. Information on thousands of titles available on O*Net OnLine which is the Department of Labors replacement for the Dictionary of Occupational Titles.

Job AnalysisPosition Analysis Questionnaire (PAQ)(developed at Purdue University) Jobs are rated on 194 elements, grouped in six major divisions and 28 sections. The elements represent requirements that are applicable to all types of jobs. This type of quantitative questionnaire allows many different jobs to be compared with each other, however, it appears to be more applicable to higher-level professional jobs.

Job AnalysisJob Descriptions Written statement of what jobholder does, how it is done, under what conditions and why. Common format: title; duties; distinguishing characteristics; environmental conditions; authority and responsibilities. Used to describe the job to applicants, to guide new employees, and to evaluate employees. Identification of essential job functions is needed to assure compliance with Americans with Disabilities Act.

Job AnalysisJob Specifications States minimum acceptable qualifications. Used to select employees who have the essential qualifications.

Job AnalysisJob Evaluations Specify relative value of each job in the organization. Used to design equitable compensation program.

Job AnalysisThe Multi-faceted Nature of Job Analysis Almost all HRM activities are tied to job analysis. Job analysis is the starting point for sound HRM.

Job AnalysisJob Analysis and the Changing World of Work Globalization, quality initiatives, telecommuting, and teams require adjustments to the components of a job. Todays jobs often require not only technical skills but interpersonal skills and communication skills as well.